How to reduce fear and uncertainty in a team? A manager's crisis essentials, after a drone attack.

Anxiety and uncertainty after drone attacks - myth or fact?

When Russian drones appeared over Poland a few days ago and were shot down, many people breathed a sigh of relief. At the same time, a wave of anxiety spread through the public space. Russia - as usual - denied responsibility, but the mere fact that dangerous objects were over our territory was enough to set in motion emotions difficult to control.

The media immediately picked up the story. TVN24 recently reminded us that drones cause elevated levels of stress and anxiety in civilians, as confirmed by psychological studies conducted in war zones. This is not an abstraction - it is the real experience of people who suddenly have to face the question: "what if the defense systems failed?".

in a nutshell, what psychological first aid looks like in the face of a threat

A drone attack triggers stress and fear mechanisms in people, as studies and media reports confirm.

• Natural reactions include fight-flight-freeze, susceptibility to rumors, and a strong need for a leader.
• From the battlefield and survival, we know that grounding, the "battle buddies" rule and Rule of 3 help you survive the first moments of crisis.
• WHO suggests Psychological First Aid (PFA): Look - Listen - Link - Protect.
• Managerial actions in a crisis are primarily: rapid communication, modeling calm, psychological micro-interventions and providing support after the event.

Why is the topic so topical today?

Not long ago, we associated drone attacks with images from Syria, Iraq or Ukraine. Today, this scenario - although still in a limited version - has become part of our reality. Russian drones in Poland are not only a military threat, but above all a test of society's mental toughness.

Surveys and reports show that drones inspire a unique kind of fear. They are unmanned, "soulless," and difficult to predict - you can hear them, but you don't know when or where they will strike. TVN24 reported that in communities exposed to such threats, civilians respond with chronic tension, sleep problems and an increase in neurotic behavior. In Poland, we see this in embryonic form: increased Google searches for phrases such as "fear of drones" or "psychological support after a drone attack."

Why is anxiety and uncertainty a bigger challenge today than stress itself?

Stress is a short-term reaction - it occurs when we have to face a specific challenge, and subsides when the threat passes. Anxiety and uncertainty are more difficult: they accompany us for a long time, fed by a lack of clear information and a sense that we have no control over the situation.

In the case of the drone attacks, it is uncertainty that has become the greatest burden. Since the perpetrators themselves deny it, since we don't know where exactly the machines came from or what kind of payloads they were carrying - it's easy to fall into a spiral of conjecture. And this reinforces the fear.

What psychological mechanisms are activated in a crisis?

A crisis is the moment when instinct overrides rationality. Our brains then do not work as they do on a daily basis - the priority becomes survival, not cool analysis.

What crisis mechanisms are triggered at the individual level?

• Fight-Flight-Freeze - three defense reflexes encoded in the limbic system. Some react with impulsive aggression ("something must be done immediately"), others want to run away, others freeze in immobility, unable to make a decision. It is worth remembering that each of these reactions is natural - it does not indicate strength or weakness, only individual differences.
• Cognitive narrowing - when we feel threatened, perception narrows like a camera lens. I see and hear only what I associate with danger - a bang, an alarm signal, an announcement on the radio. The rest of the world "disappears." This makes it easier to survive, but harder to make complex decisions.
• Denial - the psyche tries to protect itself from excessive stress. Therefore, some people will say: "it's an accident", "nothing happened". In the short term, this helps keep the peace, but in the long term it can make it difficult to prepare for a real threat.

What crisis psychological mechanisms are triggered at the group level?

• Contagiousness of emotions - in a crisis, emotions spread faster than facts. One shout can set off the panic of hundreds of people. But it works both ways - a leader's calm voice can effectively extinguish a wave of panic.
• Regression to hierarchy - a group in a situation of chaos instinctively seeks a guide. A person who can speak calmly, give simple orders and take responsibility quickly becomes a point of reference.
• Rumors and narratives - where information is lacking, people create their own stories. "It's an attack," "it's the government's fault," "it's an accident." Gossip gives an apparent sense of control - because even a negative explanation is better than no explanation at all.

Techniques from the battlefield and survival - how to lower anxiety and regain control?

For years, soldiers, rescuers and crisis psychologists have been teaching simple principles that help people survive the most difficult moments.

From military and survivalist experience

• 3xR - Recognize, Respond, Do Simple Things
  • Recognize: stop for a moment and assess what is really happening. Where is the threat? Am I safe?
  • React: take the first basic steps - e.g., find cover, gather loved ones, check evacuation routes.
  • Do simple things: focus on elementary actions rather than a complex plan. Even giving someone water or checking on the group's presence is important because it gives you a sense of control.
• Grounding - anchoring in the present
  This technique lowers the level of panic when the mind begins to "run away into disaster." It involves focusing on the senses: "list five things you see, four things you hear, three things you feel by touch." Plus a few deep, slow breaths. As a result, the body gets the signal: "here and now is safer than your imagination suggests."
• Battle buddies - you are never alone
  In the army, every soldier works in pairs. It's a simple rule: one watches the other, making sure he doesn't get lost or "drift off" in a panic. In civilian life, it might be an arrangement with a colleague at work: "in a crisis we check on each other every half hour".
• Rule of 3 - rule of threes
  This is a survivalist hierarchy of priorities: 3 minutes without air, 3 hours without shelter, 3 days without water, 3 weeks without food. It means: take care of breathing and being in a safe place first, only then think about food or comfort. This helps to sift out the important things from the less important and reduces the feeling of being overwhelmed.

WHO - Psychological First Aid (PFA) - Psychological first aid in the company - how does it work?

For years, the World Health Organization has been promoting psychological first aid, which can be applied by anyone - you don't have to be a psychotherapist. What is psychological first aid in a company? Psychological first aid in a company (PFA) is a set of simple actions that any leader or HR can implement after a crisis to lower anxiety and restore a sense of security - without the need for psychotherapy.

• Look - Look
  First, make sure the place is safe - for you and for others. Don't enter the epicenter of danger if you don't have the means to help. Assess who needs support first: children, the elderly, people in shock.
• Listen - Listen
  Approach and ask: "What happened?", "How are you feeling?", "What do you need now?". Let the other person talk. Don't impose interpretations or "everything will be fine" type comforting. Just be present and attentive.
• Link - Connect
  Help the person in crisis get to sources of information and support: to a medical point, to his or her family, to a place of safe rest. In a company, this would include redirecting an employee to HR or a psychologist.
• Protect - Protect
  Your job is to help restore a sense of safety and dignity. This may mean giving a blanket, isolating from the crowd, providing a quiet place. Sometimes it also means making sure no one takes pictures or makes comments online about the person in crisis.

PFA is not psychotherapy. It's the "first line of support" - like treating a wound with a Band-Aid before going to the doctor.

Managerial actions in crisis - how to support the team in the face of fear and uncertainty?

For a manager, a crisis is a test of leadership. People expect someone to tell them what to do - and to do it in a calm, firm tone.

The most important managerial actions in a crisis:

• Immediate communication - simple facts, zero speculation.
• Transparency - better to admit "we don't know yet" than to feign control.
• Modeling calm - if the leader panics, the team panics.
• Structures and rituals - even a simple roll call or joint breathing exercise gives a sense of control.
• Psychological micro-interventions - a brief briefing, an opportunity to share emotions.
• Post-event support - providing access to a psychologist, stress management workshops, monitoring for PTSD symptoms.

Tips - what can you do right away to strengthen your team's resilience in a crisis?

1. Provide physical security (shelter, procedures).
2. Communicate briefly and clearly: what happened, what we are doing.
3. Distribute simple tasks to be done.
4. Check attendance and communications.
5. Acknowledge emotions - make it clear that fear of drones is a normal reaction.
6. Refer those in need to professional psychological support.

Managing a crisis at work and building team resilience are skills every leader can learn and consciously develop

Drone attacks are emblematic of modern threats: hybrid, unpredictable, and stirring strong emotions. Drone stress is not just a psychological concept - it is the daily experience of people who suddenly felt that war is closer than they thought.

That's why it's so important for managers and organizational leaders to know the basic tools for dealing with a crisis: from simple survivalist principles to Psychological First Aid to effective managerial action in a crisis.

Crisis management and team anxiety reduction is not an innate trait of a leader - it is a competence that can be developed. From corporate psychological first aid techniques to survival tools to managerial checklists, each can be implemented step by step. Managers who know how to respond in a crisis not only support people, but also build organizational resilience.

If you want to learn more tools and methods to support teams, come to the Excellence in Crisis Leadership©℠-course, training for TOP Managers - starting October 21 and 22! If you do not have your HR and need systemic support for managers take a look at our Outosourcihttps://www.heuresis.pl/pl/outsourcing-i-doradztwo/outsourcing-miekkiego-hrngu